Training Is the Answer, Article Review Example

Training is the Answer…But what was the Question?”

The article shows that the author attempts to reveal how training can normally be a great investment for an organization while it could also be a waste of money. The author gives an example of managers who did not benefit from the training process. Although most companies spend much money training, the employees fail to benefit from the training. The article evaluates factors that human resource directors should examine when they come up with a training program (Rosner, 1999).

It is evident that there are four mindsets developed by people whenever they attend a training program. These include attending the training as learners, networkers, vacationers or prisoners. There are twenty questions highlighted by the author, which can help in developing trainees into learners. These questions can also help trainees store what they learn after training. The first issue addressed in the article concerns the problems or opportunities brought by training (Rosner, 1999). When organizations realize that their employees need training, it is critical that firms dig dipper in order to realize what might be the cause of the problem. After identifying the problem, managers should evaluate whether training would be effective in solving the problem. There are instances when organizations opt to train their employees, when the problem is not with the employees, but the organization. Evaluating how problems in the company have been addressed in the past also enhance effective training.

The author reveals that, for training to be effective, the outcome of the training should be examined. This ensures that the problem is addressed through training. Organizations should also evaluate the target during training, for example, the training could target a competitor or a partner. Stating the timeline and the budget also plays a vital role during training. The history and reputation of training in an organization also determine whether training will be effective or ineffective. The people responsible for monitoring and evaluating the process can also improve the outcomes of the process. Organizations should also evaluate whether in house or outside trainers would be effective in enhancing training (Rosner, 1999).

This article reveals that delivery of the content also determines whether employees will benefit from the training or not. During training organizations should normally evaluate whether the program that has been set enhances multidimensional learning, and if it gives employees the chance to learn actively. The other factor to examine is if the training enhances real life problem solving or if it matches the organizations corporate culture. The materials used in the training program and the qualifications of the facilitator also determine if the training will be effective or ineffective (Rosner, 1999).

The author’s main point in the article concerns how training can be profitable or how it can cause an organization to incur losses. This is based on some of the factors highlighted by the author, which cause the training programs implemented by organizations to fail. The article shows training can normally be an effective solution to the organization. However, this can only happen if executives in the organization identify the problem or opportunity that may be presented if employees are trained. Misdiagnosis of the problem is among the factors that have caused training to be ineffective. This is because it causes organizations to assume that training would be the best solution for the problem when the problem is not with the employees. Training is always an effective solution when the outcomes of the training and strategies of achieving the outcomes are stated. Critics argue that training can be ineffective for the organization because, although firms invest a lot of money in the process, the outcomes are normally minimal. What such people fail to realize is that failure to identify the intended outcome causes the process to be ineffective. Training is always effective if the intended outcomes is identified. Training can also be efficient if the intended content is delivered in the required manner. This means that for the process to be effective, organizations should evaluate the trainers who will be used and their qualifications (Rosner, 1999).

Most of the points stated by the author are valid. This is because organizations have always opted to train their employees without identifying the reason the employees need training. Since employees cannot also identify the reason they need training they examine the process as unnecessary causing them not to benefit a lot from it. The other point valid point that is highlighted by the author concerns working within a given timeline and budget. Most organizations have failed to benefit from training is because they put a lot of resources on simple processes. The qualifications of a trainer are also likely to determine the outcomes of a training process. There is no way an organization would expect much return from a training process when it employs unqualified trainers (Blanchard & Thacker, 2013).

One of the points presented by the author that I seem to disagree with is how the reputation and history of training in an organization can hinder the process. There is no way the history of training in the organization can hinder effective training. Failure only arises if organizations fail to define the problem (Blanchard & Thacker, 2013). The unnecessary use of training in solving some of the problems in the organizations causes employees to be defiant towards the process. However, if employees are also made to understand why the need training, the process is likely to be effective despite the history and reputation of the organization.

This article supports the course because it reveals the reason organizations have failed to benefit from training. The article provides vital information that can be very useful for organizations that intent to engage in training. It is not juts beneficial to organizations, but it can also help employees who intend to take part in a training process (Blanchard & Thacker, 2013).

References

Blanchard, P. N., & Thacker, J. W. (2013). Effective training: Systems, strategies, and practices. Boston: Pearson Education.

Rosner, B. (1999). Training Is the Answer…But What Was the Question?. Workforce, 78(5), 42.